“They [are like] seven windows. . .”

“Highly reliable indicators of changes. . . . The unexpected—the unexpected success; the unexpected failure, the unexpected outside event; The incongruity—between reality as it actually is and reality as it is assumed to be or as it ‘ought to be;’ Innovation based on process need; Changes in industry structure or market structure that catch everyone unawares. . . Demographics. . . ; Changes in perception, mood, and meaning; New Knowledge. . . .

The lines between these sources. . . are blurred. . . . They [are like] seven windows, each on a different side of the same building. . . [that] show some features that can also be seen from the windows on either sides. . . but the view from the center of each [window] is distinct and different.”

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“They [are like] seven windows. . .”

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